In a distributed business environment, information must always be made explicit. You can’t rely on the shared sense of understanding that face-to-face contact tends to foster.

Workflow technology as it developed in the 1980s and 1990s can perform some of those tasks, but e-business brings new demands. The value of today’s work force is based on workers’ ability to make critical, rational decisions using the information at hand. This stands in contrast to the earlier model that was based on a worker performing tasks, usually in a repetitive manner.

It is becoming apparent to enlightened business managers that a whole new set of tools is required for these new knowledge workers. As a result, the concept of collaborative work is taking root. E-process tools are designed to meet these new collaborative needs by providing the interface between all the tools currently utilized in the e-business marketplace.

The measurable benefits of using collaboration technologies can be quite significant. Product quality improves by bringing together people involved in the decision process and providing fast, efficient communication. Also, companies can significantly reduce costs by eliminating travel expenses and the lost productivity associated with frequent meetings. Most importantly, it saves time by allowing people to resolve problems quickly.

Shell International is an example of a company that saved $200mn in one year. Shell has created a process that not only allows engineers from all over the world to troubleshoot problems by connecting people in the same disciplines, but also enables cross-fertilizing ideas. Pipeline engineers and corrosion engineers, though they may not usually work together, can stay abreast of each other’s projects by participating in or observing discussions on-line. In Shell’s case, the sharing of information and ideas has led to better solutions, preventing problems, getting to market faster. In short, creating a competitive advantage.